Leadership Orlando (Class 85)

“Turning the Page”
Request for Insights from the Leadership Council
Response to Request for Insights
Leadership Orlando (Class 85)
Chair: Steve Hogan
Response Date: May 10, 2013
The Central Florida Partnership intends to build on success by renewing its roster of regional priorities and responding
to the call for a new round of decisive actions for the coming years. The Partnership has advanced its agenda and
directed precious resources based on a priority process several times since its formation to high outcomes. The
“Turning the Page” process will ensure early leader engagement for long-term ownership, and an ever-evolving
diversity of participation, perspectives and ideas. The Partnership created a Leadership Council, chaired by Alex
Martins, President of the Orlando Magic, to make key decisions about outreach, drawing up perspectives from a wide
range of organizations, and preparing data for Partnership review and prioritization. As a part of the process, the
Leadership Council, advanced a Request for Insights that deals directly with the regional priorities of the future. This
document represents the Response of a critical team of leaders and will be posted in the “Turning the Page” portal.
Summary of Response/Results
Class 85 of Leadership Orlando convened for its launch
and orientation sessions on March 19, 2013, at Harry P.
Leu Gardens. This was the first day of a two-day session
that included in-depth discussions on leadership,
regionalism, teamwork, and key community assets and
infrastructure. Over the coming months, Class 85 will
build on the launch sessions by engaging in site visits,
communications with a wide range of leaders and public
officials, and discussions about the future of Central
Florida. Class Chair, Steve Hogan, CEO of Florida Citrus
Sports, determined that the launch session would be
ideal to engage 65 new members in the “Turning the
Page” process, and dedicated over 90 minutes of class
time to preparing a Response to the Leadership Council’s
Request for Inquires. As a result, Class 85 conducted
extensive brainstorming on regional priorities, root cause
issues, and potential measures or metrics of success. They
reached a clear consensus that the following priorities
would matter most when considering the core questions
of Leadership Council: Transportation (funding, regional
planning and impact, and implementation); Education
(with emphasis on adult transformation and skills for
new economy, early learning and children, connections
to industry needs, and identification of most meaningful
measures of quality and talent output); Entrepreneurship
and providing the tools and resources entrepreneurs
need (with special emphasis on access to capital); and
Tech-based industries as the best diversification resource
and high value job creator. Members were also interested
in the role credible measures of quality of life have on
growth and retention of employers. Over 80% of the class
believed transportation should be a regional priority, and
there was a general consensus that fiscal responsibility is
a value that should cut across any and all priorities.
Details on Response/Results
Class 85 considered potential regional priorities by using
the Leadership Council’s core questions:
What One to Three Regional Priorities are Most Likely to
Unify and Inspire Central Florida for Success?
What One to Three Regional Priorities will have the Most
Impact on Solving Other/Additional Problems?
What One to Three Regional Priorities do the Most for the
People Who Call Central Florida “Home”? (or Consider
Your Stakeholders for this Response, i.e. Entrepreneurs,
Employers, Constituents, Members, Customers, etc.)
The following priority categories are set out in order of
interest and support:
Transportation
Impacts all other priorities identified by Class 85.
Requires regional strategy, fiscal responsibility, sound
funding, clear communications about next steps and
milestones, and implementation. Critical to building
regional reputation for responsiveness to community
and business needs. Tied to lifestyle and access
to regional assets. Connected to growth patterns.
Measurable in many, meaningful ways, and linked to
gross regional product (GRP).
1
Entrepreneurs and Access to Capital
Health Care
“The future of the region”. This is where growth comes
from. Significant limits on capital markets for new
ideas and emerging businesses. Tools and resources
for entrepreneurs matter, because their work is often
tied to growing and legacy industries in Central Florida,
including Aviation & Aerospace, Modeling & Simulation,
Attractions & Venues, and Homeland Security & Defense.
Central Florida is becoming a destination for health care
professionals, researchers, teachers, and firms. Class 85’s
discussions on health care concerned two areas: the
region’s potential global leadership in medicine and
research (consider the Medical City as an example of
our global platform); and understanding the impacts of
health care costs, innovations, and reforms on regional
reputation and growth.
Education
What does it take to be a “learning community”? How do
we focus on adults in-transition in the new economy?
What steps are required to understand the best
measures of quality education and talent preparation?
Are we doing all we can in early learning and childhood
education? How do we cut through many measures and
awards to understand what signals quality education
in the region? How do we prepare talent for industry
needs, and support “technology jobs”?
Technology
If we turn our attention to understanding the role of
technology in our region’s success, we will be on the
right track. This includes smart planning, a tech-savvy
workforce, technology-enabled learning, and focus
on the tech-enabled industries that create high value
jobs and define the competitiveness of Central Florida.
Consider this priority as both job and industry.
Quality of Life
Class 85 is interested in quality of life because it
needs consensus or consistent measures that confirm
regional strengths, commitment to sustainability and
environment, and distinction from other regions.
This is tied to community health or wellness. Quality
of life is critical to business retention and growth. A
new generation of leaders is highly mobile and has
high expectations concerning quality access to jobs,
downtowns, and amenities.
Water
Central Florida may face issues of water cost, quality,
and quantity in the future. This threatens business
growth, quality of life, and the region’s reputation as a
destination for visitors from around the world.
Hospitality
There is still much we can do to develop, expand, and
innovate relative to venues, conventions, events, and
business activities. Hospitality is a part of our regional
value system.
Security
This was raised as a reminder that Central Florida has
a special place in contingency planning, modeling and
simulation, cyber security, and Homeland Security &
Defense. The discussion focused on two areas: a wellconsidered approach to distinguishing the region as a
place where innovations and solutions in security are
taking place (jobs, products, software, planning, etc.);
and a quality-of-life or healthy community measure
relative to safety, transportation safety, disaster
planning and recovery, and first responders.
Economic Development
This item was raised in the context of commercial and
residential design and development, and the importance
of new starts, visions for mixed use communities, and
desirable locations and infrastructures for business
ventures.
Manufacturing
See Technology, above. Important to make a
commitment to attract and grow manufacturers,
connect them to capital, connect them to suppliers, and
connect them to regional and international markets.
Organic Growth
See Entrepreneurs, above. Are we paying enough
attention to how businesses grow in Central Florida? Do
start-ups have access to the resources that matter most,
and do existing businesses have access to new markets
and the help they need to go to the next level?
Arts
See Quality of Life, above. The role of the arts in
Central Florida may be well established but undercommunicated. Our arts (infrastructure, industries,
venues, events, and education) need to be viewed as a
primary asset.
2
Members advanced two priorities that cut across all
others as key values:
Key Contacts and Resources
Ensure fiscal responsibility in all projects and priorities
Think globally and act locally
Members were asked of metrics what measures of success
came to mind when considering the top, consensus
priorities. They provided the following ideas:
• Consider GRP
• Review and use most valuable third-party ratings
• Zero-in on most powerful, credible transportation
metrics regarding lost time, productivity, safety, road
quality and maintenance, and cost
[email protected]
• Explore the most credible quality of life measures
• Explore new ways of measuring economic impact
of transportation investment and innovation on the
region’s communities and neighborhoods
• Explore how to measure the successful diversification of
talent
[email protected]
• Industrial growth and diversification
• High school graduation rate
• Explore ways to rank/measure student success in class
and in career
[email protected]
Process
The following process elements led to this response:
building launch session of Class 85, in part, around
responding to the Leadership Council; overview of
regionalism and role of Central Florida Partnership by
Jacob Stuart, President and CEO of the Central Florida
Partnership; endorsement of and call-to-action to respond
to “Turning the Page” by Class Chair Steve Hogan; and
facilitated discussion of priorities.
[email protected]
www.ideastoresults.org/turningthepage
Resources
Leadership Orlando resources included flexible class
space at Harry P. Leu Gardens, and custom worksheet
outlining priorities of the past and core Leadership
Council questions.
Resources included with this response are:
Appendix A – Workbook Trending and Appendix B –
Leadership Orlando (Class 85) Membership.
3
Appendix A – Workbook Trending
ACTION
RESEARCH & RESOLVES
5
5
4
4
3
3
2
4.27 4.46 4.11
3.64
1
3.00
4.29 4.23
2
4.21
4.40
4.21
4.09
A)
B)
C)
D)
1
0
0
A)
B)
C)
D)
E)
F)
G)
Rank the importance of championing this
Regional Priority from 1 to 5.
(1 not important at all; 5 of critical importance)
A) Aerospace Research & Development
B) Innovation and Entrepreneurship
C) Canaveral Port Authority
D) FLASH, A Fresh Look at Strategies on
Homelessness
E) No (More) Casinos in Florida
F) Project Hometown
G) Wekiva Parkway
Rank the importance of championing this
Regional Priority from 1 to 5.
(1 not important at all; 5 of critical importance)
A) Connecting for Global Competitiveness:
Florida’s Super Region
B) Developing a Regional Water Strategy for
Central Florida
C) Open for Business: The Central Florida
Coalition for Growth and Prosperity
D) STEM (Science, Technology, Engineering &
Math)
AWARENESS & SUPPORT
ACCOMPLISHMENTS &
ACCOLADES
5
5
4
4
3
2
4.35
3.84
4.26
3
3.84
3.80
1
2
1
0
3.25 3.58 2.75 3.84 3.82 3.48
2.57
0
A)
B)
C)
D)
E)
A)
B)
C)
D)
E)
F)
G)
Rank the importance of championing this
Regional Priority from 1 to 5.
Rank your level of awareness/involvement with
this successful past Regional Priority.
(1 not important at all; 5 of critical importance)
A) Hospitality, Tourism & Conventions
B) Level One Trauma Center
C) Lake Nona Medical City
D) Modeling, Simulation & Training (MS&T)
E) University-Affiliated Research Parks
(1 not aware at all; 5 deeply and personally involved)
A) Amendment Four (“Vote No on Four”)
B) Amway Center (Project Hometown)
C) Direct-Elected School Board Chairman
D) High Speed Rail for Florida
E) SunRail
F) University of Central Florida College of
Medicine
G) University of South Florida Polytechnic
4
Appendix B – Leadership Orlando (Class 85) Membership
Class 85
Class
Chair
Mr. Steve Hogan “Steve”
CEO
Florida Citrus Sports
Ms. Gina L. Davenport “Gina”
Ms. Delia Jervier “Delia”
PNC Bank
American Diabetes Association
Mr. Steven Alexander “Steve”
Ms. Iranetta J. Dennis “Iranetta”
Mr. Charles P. Leone, Jr. “Charlie”
PFM Asset Management, LLC
Orlando-Orange County
Expressway Authority
City of Orlando - Orlando Venues
Mr. Adam D. Abraibesh “Adam”
Director of Human Resources
Hyatt Regency Orlando International Airport
Partner/Managing Director
Ms. Amy K. Bachmeier “Amy”
Account Manager Business Development
Daytona International Speedway
Ms. Brenda D. Bass “Brenda”
Treasury Management Officer, Vice President
Business Development Director
Mr. Gregory V. DeSalvo “Greg”
Branch Manager, Vice President
BMO-Harris Bank
Assistant Finance Manager/
Business Manager
Diane C. DiFebbo, CPA, CFE “Diane”
Clear Channel Outdoor
CliftonLarsonAllen
Mr. David B. Beatty “David”
Mr. Wayne Easterling “Wayne”
Vice President
Fifth Third Bank
Ms. Sherry Bellomo “Sherry”
Owner/President
S2K Consulting, Inc.
Mr. Don M. Buckner, Sr. “Don”
CEO
VAC-TRON Equipment, LLC
Ms. Natanyi Carter “Natanyi”
Marketing Manager
Walt Disney World Co.
Ms. C. Shannon Caruso “Shannon”
Community Relations Manager
CBC of Central Florida
Mr. Eric A. Castleson “Eric”
Attorney
Greenberg Traurig, P.A.
Ms. Patricia Chin “Patricia”
Executive Director
Dean Mead
Mr. Geoffrey D. Chun “Geoff”
Counsel
Partner
Director of Diversity & Minority
Business Development
Director
Division Manager - Operations
Mr. Christopher S. Linde “Chris”
Associate
Burr & Forman LLP
Ms. Heather M. Lyles “Heather”
Marketing Coordinator
Sonny's Franchise Company
Mr. Vincent T. Marino “Vince”
Chief Financial Officer
Tavistock Group
Orlando Health
Ms. Colby S. McComb “Colby”
Mr. Edward M. Fitzgerald “Edward”
The Mall at Millenia
Associate Attorney
Assistant Marketing Director
Holland & Knight LLP
Ms. Amy Moline “Amy”
Ms. Jeanne C. Ford “Jeanne”
Amy Moline, P.A.
Keller Williams Classic Realty
Manager, Community Relations
Walt Disney World Resort
Mr. John T. Goodner, Jr. “John”
Florida Division Operations Manager
Hoar Construction, LLC
Mr. Jack L. Griffith “Jack”
CEO
Mr. Daniel Murphy, Jr. “Dan”
Vice President
Morgan Stanley Smith Barney LLC
Mr. Michael W. Neumann “Mike”
Senior Project Manager
Controller
Balfour Beatty Construction
Ms. Lauren E. Harju “Lauren”
Manager of Community Relations
Centerplate, Inc.
Senior Manager
Ernst & Young LLP
Mr. Daniel L. Helmick, Jr. “Dan”
Senior Project Executive
Finfrock Design-Manufacture-Construct
Ms. Gabriela Ortigoni “Gaby”
OUC - The Reliable One
Mr. Dan Overleese “Dan”
Vice President of Network Operations
Golf Channel
Mr. Timothy E. Parker “Tim”
Assistant Director
Senior Vice President/
Senior Investment Strategist
Mr. Bryan N. Cole “Bryan”
Mr. Brian W. Hicks “Brian”
Ms. Courtney R. Parras “Courtney”
Super Holiday Tours
Naval Air Warfare Center
Training Systems Division
Give Kids The World
Naval Air Warfare Center
Training Systems Division
President/Owner
Colonel Michael A. Coolican “Mike”
Program Manager Training Systems
Marine Corps System Command
Mr. Daniel G. Herrera “Dan”
Veteran Affairs (VHA)
Program Director
Mr. Peter Hilera “Peter”
Tax Partner
Vestal & Wiler
Wells Fargo
Director, Corporate Advancement
Mr. Jeff C. Piersall “Jeff”
CEO
SCB Marketing
1
Leadership Orlando is a “Line of Business” of the Central Florida Partnership
5
Class
85
Class 85
Ms. Amy M. Rager “Amy”
Mr. Neil P. Saville “Neil”
Mr. Derrick M. Valkenburg “Derrick”
Lincoln Technical Institute
Orange County Health Department
Mr. Harsha V. Ramayya “Harsha”
Ms. Krista K. Shaffer “Krista”
deBeaubien, Knight, Simmons,
Mantzaris & Neal, LLP
Director of Administrative Services
Vice President-Senior Client
Relationship Manager
Bank of America
Ms. Josephine M. Ramirez “Josie”
Retail and Military Sales Representative
LEGOLAND Florida
Ms. Sarah P.L. Reiner “Sarah”
Facilities Manager
Senior Project Manager
NASA-John F. Kennedy Space Center
Mr. Shawn Sharma “Shawn”
Director, In-Market Sales
Universal Orlando Resort
Ms. Jennifer L. Small “Jennifer”
Walt Disney World Resort
Transportation Security Administration
Ms. Lynette Swinski “Lynette”
Ms. Tiffany D. Robinson “Tiffany”
SeaWorld Parks & Entertainment
BBVA Compass
Mr. Zsolt Szerencses “Zola”
Dr. Marcia A. Roman “Marcia”
Orlando Regional REALTOR Association
Seminole State College of Florida
Mr. Joshua J. Taube “Josh”
Mr. Michael C. Samuel “Michael”
Vice President Commercial Team Leader
NASA-John F. Kennedy Space Center
Mr. Joseph Surette “Cappy”
Senior Manager, Executive Communications
Vice President
Mr. Khoa A. Vo “Khoa”
Technical Integration Manager
Lowndes, Drosdick,
Doster, Kantor & Reed, P.A.
Mr. Paul P. Rivosecchi “Paul”
Commercial Relationship Associate
Partner
BakerHostetler
Ms. Amanda F. Wilson “Amanda”
The Grove Counseling Center, Inc.
Assistant Federal Security
Director - Screening
Mr. Michael S. Vitale “Mike”
President/CEO
Shareholder/Attorney
GrayRobinson, P.A.
Associate Attorney
Vice President, Merchandise
President Elect
Vice President, Debt Capital Markets
CNL Financial Group
Partner
Ms. Kate Wilson “Kate”
Vice President, Community
Affairs Officer, Central Florida
Wells Fargo
Ms. Secily D. Wilson “Secily”
Financial Development Director
Y of Central Florida
Mr. Thomas R. Yaegers “Tom”
Associate
Akerman Senterfitt
Popular Community Bank
2
Leadership Orlando is a “Line of Business” of the Central Florida Partnership
6